University: University College London
Degree: Law
Year made director: 2024
Position: Director
Department: Real estate and housing litigation
Pronouns: She/her

What attracted you to a career in law?

When I was younger, I watched Legally Blonde, which was my first introduction to a career in law. Naturally, the world of Hollywood glamourises the legal profession portraying it as an exciting and glamorous field, but it was the first thing that drew me in. As I grew up, it became apparent that my skill set, which included good attention to detail, working collaboratively and my knack for negotiation and finding solutions, was well suited to a legal career.

What did the path to director look like for you?

Progression and success in the legal field can take many different forms, and the route to becoming a director or partner is unique for everyone. For me, the journey was shaped by both personal and professional challenges, particularly as a woman from an ethnic minority background. I faced barriers that others might not encounter but these experiences also fuelled my determination to succeed.

Unlike many in the legal profession who can leverage family contacts or networks, I’m the first generation from my family to have attended university, so my background looked very different to many of the individuals you typically see in commercial law firms.

Securing a training contract, a crucial step in becoming a solicitor, was incredibly competitive and, for me, the hardest part of the process. I eventually secured a training contract at a high-street firm, which paved my route into law and eventually a role in a commercial law firm.

My experience at a high-street firm was instrumental in my development as a lawyer. I qualified into a general dispute resolution role and the hands-on experience I gained there was invaluable. Essentially, I was running a one-person dispute resolution department as I qualified, which meant I had a lot of responsibility early on, including direct client contact and managing my own caseload. This role provided me with the skills and knowledge needed to handle a range of legal issues, manage pressures and deadlines, and navigate the complexities of the legal world. It was this experience that laid the foundation for my future success.

After qualifying, I was focused on a career at commercial law firm, so I moved into the property litigation world and have now been at Walker Morris for four years. Getting to director, and hopefully partner one day, has always been a clear goal of mine, and I know I have the drive and determination to achieve these ambitions.

My background has instilled in me a sense of responsibility to succeed—not just for myself, but to set an example for others. The lack of representation of women from ethnic minority backgrounds in director and partner positions has been a significant motivator for me. I’m determined to break through these barriers and pave the way for others who may experience similar challenges.

How does the work you do as director differ to the work you did as a senior associate?

The transition from senior associate to director brings with it a shift in both responsibilities and focus. Naturally, as a director I’ve assumed more responsibility and my role has evolved to include a broader strategic perspective.

That said, there hasn’t been too drastic a change in the work – we’re a big property litigation team and we’ve always worked collaboratively on matters often working with juniors and partners alike, and that remains at the core of how we operate.

I now have added responsibilities that involve overseeing and mentoring junior lawyers and developing business strategies, focusing on the firm's growth and reputation in the market.

Please can you outline your area of expertise?

I specialise in real estate and housing litigation, where I represent clients in a wide range of disputes relating to residential properties. This includes anything from landlord-tenant disputes, possession proceedings and leasehold issues, to more complex matters such as service charge disputes, property management conflicts and breaches of covenant.

I have extensive experience working with a diverse client base, including landlords, tenants, property management companies and developers. My role involves not only providing expert legal advice, but also constructing effective litigation strategies that align with my clients' objectives.

More recently I’ve also been heavily involved in work around the Building Safety Act 2022 (BSA), a highly topical area following the Grenfell Tower fire in 2017. The tragedy highlighted significant gaps in building safety, leading to widespread uncertainty, particularly for leaseholders and building owners about who would bear the responsibility for remediating unsafe cladding materials. The BSA has brought much-needed clarity to the industry, establishing clear responsibilities for building owners and empowering leaseholders to take legal action against those failing to fix unsafe buildings.

I’ve handled landmark cases pursuing remediation order applications, akin to an order for specific performance, setting down a timetable for building owners to remediate unsafe buildings. I’m also involved in various applications for remediation contribution orders, seeking financial contributions from developers and/or their associates to pay towards the costs required to remediate buildings. The BSA has transformed the landscape of the construction industry, especially by dismantling the concept of the corporate veil in the context of building safety defects, thereby allowing parent companies to be potentially held accountable where developers have typically used special purpose vehicles to limit liability.

This combination of real estate housing litigation and in-depth work on the BSA allows me to provide comprehensive legal support in an area that’s not only legally complex, but also critically important for ensuring building safety and accountability in the industry.

How do you organise who does the work? How do people in your team interact?

It’s rare to have one fee earner working on a matter – we’re a collaborative team and tend to structure workloads so that that there’s one partner/director working on a file, along with a senior associate and/or associate and paralegal support. The partners/directors then have overall responsibility for overseeing matters and supervision, with more junior staff members assisting on the day-to-day progression.

Communication within the team is constant and we very much have an open-door policy. We hold regular meetings to discuss ongoing cases, share updates and discuss legal strategy. Junior members of the team are encouraged to participate and contribute towards these discussions, thereby ensuring continual development and fostering a sense of inclusion. This approach not only enhances their skills and confidence, but also brings fresh perspectives to the table, enriching our collective decision-making process and helping us to achieve the best possible outcomes for our clients.

Everyone in the firm is looking for new business, what does this look like? How does it develop over time?

At Walker Morris, business development (BD) is a priority for everyone across the firm, regardless of role or seniority. The firm is highly supportive of staff at all levels and actively encourages contributions to BD efforts. Our bonus structure reflects this, with specific allowances for BD contributions, underscoring the importance of actively participating in the growth and development of our business.

As a director, I have certain responsibilities and a development plan designed to focus my efforts on expanding my area of the business.

Over time, as I progressed from an associate to a director, my involvement in BD has naturally increased. This progression has allowed me to take on more significant and strategic roles in building client relationships, securing new work, and maintaining the firm's reputation in the market.

Naturally, people have different comfort levels and preferences when it comes to BD. For some, this might mean attending networking events, while others might prefer contributing to marketing initiatives. The key is to find the BD activities that resonate with you and use them to effectively develop business relationships and opportunities.

Personally, I enjoy engaging in a variety of BD activities. With my expertise in the BSA and the highly topical cases that arise from it, I enjoy writing articles, presenting at industry events and hosting workshops for potential clients.

What makes your firm stand out?

From a real estate and housing litigation perspective, one of the standout features of Walker Morris is the size and strength of our team. Unlike some firms where real estate litigation departments are merely bolt-ons to the broader real estate offering, our team operates with a significant degree of independence. We have our own client base and don’t solely rely on internal referrals to sustain the department. This autonomy allows us to pursue and engage in a variety of interesting and complex work

What’s been the highlight of your time as director?

The highlight of my time as a director has been the opportunity to lead on significant, high-impact cases, particularly those involving the BSA. Being at the forefront of this evolving area of law, especially in cases that directly contribute to making buildings safer, has been incredibly rewarding. These cases not only challenge me professionally, but also allow me to make a tangible difference in the industry and for the people affected by these issues.

Another standout moment has been the ability to mentor and guide junior lawyers within our team. Contributing to their professional journeys and helping shape the next generation of legal talent is a responsibility I take great pride in.

What are you looking for in prospective trainee solicitors?

As an assessor involved in the trainee recruitment process, I look for a combination of strong academic ability, practical skills and the right mindset.

While technical knowledge and academic achievements are important, they’re just the starting point. I’m particularly interested in candidates who demonstrate a genuine enthusiasm for law and a clear understanding of what it takes to succeed in a legal career. I’d advise candidates to think about what makes you stand out and focus on building your legal experience. It’s a saturated market and there are a lot of candidates applying for roles, so legal experience is a bonus.

What’s your favourite TV show?

Game of Thrones (apart from the last season!).